FASH 445 Lecture Notes - Lecture 28: Social Support

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champagnehorse419

13 Mar 2019

School

VCU

Department

Fashion Design and Merchandising

Course

FASH 445

Professor

Renee Lamb

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Document Summary

Article name: hbr article: the power of small wins. Author: teresa m. amabile and steven j kramer. What are 5 interesting facts or take-aways that you gleaned from this article: in order to truly engage your workers, you need to help them see their own progress. People are more satisfied with their jobs when they give them the opportunity to experience achievement: of all the things that can boost inner work life, the most important is making progress in meaningful work. The power of progress is fundamental to human nature, but few managers understand it or know how to leverage progress to boost motivation.

Related Questions

Grade 9 english:

Think back to Charlotte Edmund's article, "7 skills all young people need to survive the future of the workplace" from the first activity in this lesson. Choose the skill you believe to be the most important to your future
Write a few paragraphs to explain why you feel this way. If you think there's a skill the author didn't mention that's more crucial to your future, explain what it is and why you believe so. Give your strongest writing. Plan your ideas before you start writing, then use paragraphs to organize your piece. After you have a first draft, revise it, looking at paragraph unity, sentences, spelling, and capital letters.

Article:

7 skills all young people need to survive the future of the workplace

Dr. Tony Wagner, co-director of Harvard's Change Leadership Group, argues that today's
school children are facing a "global achievement gap," which is the gap between what even
the best schools are teaching and the skills young people need to learn.
This has been exacerbated by two colliding trends: firstly, the global shift from an industrial
economy to a knowledge economy, and secondly, the way in which today's school children —
brought up with the internet — are motivated to learn.
In his book "The Global Achievement Gap," Wagner identifies seven core competencies every
child needs in order to survive in the coming world of work.
1. Critical thinking and problem-solving
Companies need to be able to continuously improve products, processes and services in order
to compete. And to do this they need workers to have critical thinking skills and to be able to
ask the right questions to get to the bottom of a problem.
2. Collaboration across networks and leading by influence
Given the interconnected nature of the business world, leadership skills and the ability to
influence and work together as a team has become increasingly important. And the key to
becoming an effective leader? It's twofold, says Wagner, involving "creative problem-solving
and a clear ethical framework".
3. Agility and adaptability
The ability to adapt and pick up new skills quickly is vital for success: workers must be able to
use a range of tools to solve a problem. This is also known as "learnability", a sought-after
skills among job candidates.
4. Initiative and entrepreneurialism
There is no harm in trying: often people and businesses suffer from a tendency to be riskaverse. It is better to try 10 things and succeed in eight than it is to try five and succeed in all
of them.
5. Effective oral and written communication
Recruits' fuzzy thinking and inability to articulate their thoughts were common complaints that
Wagner came across from business leaders when researching his book. This isn't so much
about young people's ability to use grammar and punctuation correctly, or to spell, but how to
2/3
communicate clearly verbally, in writing or while presenting. "If you have great ideas but you
can't communicate them, then you're lost," Wagner says.
6. Accessing and analyzing information
Many employees have to deal with an immense amount of information on a daily basis: the
ability to sift through it and pull out what is relevant is a challenge. Particularly given how
rapidly the information can change.
7. Curiosity and imagination
Curiosity and imagination are what drive innovation and are key to problem solving. "We're all
born curious, creative and imaginative," says Wagner. "The average four-year-old asks a
hundred questions a day. But by the time that child is 10, he or she is much more likely to be
concerned with getting the right answers for school than with asking good questions.
"What we as teachers and parents need do to keep alive the curiosity and imagination that, to
a greater or lesser extent, is innate in every child."

jhonny

CASE APPLICATION 1 Passion for the Outdoors and for People Atits headquarters in Ventura, California, Patagoniaâs office spacefeels more like a national park lodge than the main office of a$400 million retailer.100 It has a Douglas fir staircase and aportrait of Yosemiteâs El Capitan. The companyâs cafÃ© servesorganic food and drinks. Thereâs an infant and toddler child-careroom for employeesâ children. An easy one-block walk from thePacific Ocean, employeesâ surfboards are lined up by the cafeteria,ready at a momentâs notice to catch some waves. (Current wavereports are noted on a whiteboard in the lobby.) After surfing orjogging or biking, employees can freshen up in the showers in therestrooms. And no one has a private office. If an employee doesnâtwant to be disturbed, he or she wears headphones. Visitors areevident by the business attire they wear. The company encouragescelebrations to boost employee morale. For instance, at the Renostore, the âFun Patrolâ organizes parties throughout the year.Attracting people who share its strong passion for the outdoors andthe environment, Patagonia motivates its loyal employees by givingthem responsibility for the outcomes of their work and a high levelof task significance that their work is meaningful because itcontributes to the purpose of protecting and preserving theenvironment. Source: Rich Reid/Glow Images Patagonia has long beenrecognized as a great workplace for mothers. And itâs also earned areputation for loyal employees, something that many retailersstruggle with. Its combined voluntary and involuntary turnover inits retail stores was around 25 percent, while it was only 7percent at headquarters. (The industry average for retail is around44 percent.) Patagoniaâs CEO Casey Sheahan says the companyâsculture, camaraderie, and way of doing business is very meaningfulto employees and they know that âwhat they do each day iscontributing toward a higher purposeâprotecting and preserving theareas that most of them love spending time in.â Managers arecoached to define expectations, communicate deadlines, and then letemployees figure out the best way to meet those. Founded by YvonChouinard (his profile as a Leader Who Made a Difference can befound on p. 134), Patagoniaâs first and strongest passion is forthe outdoors and the environment. And that attracts employees whoare also passionate about those things. But Patagoniaâs executivesdo realize that they are first and foremost a business and, eventhough theyâre committed to doing the right thing, the companyneeds to remain profitable to be able to continue to do the thingsitâs passionate about. But that hasnât seemed to be an issue sincethe recession in the early 1990s when the company had to make itsonly large-scale layoffs in its history.

QUESTIONS: 1. According to Maslow's hierarchy, which basic needsdoes the Patagonia culture meet? What would it be like to work atPatagonia? (Hint: Go to Patagoniaâs website and find the section onjobs.) Whatâs your assessment of the companyâs work environment?(20 points)

2. Use the expectancy theory and/or the equity theory ofmotivation to explain how feeling underpaid might affect the workof a Patagonia associate and what a manager can do to increase theemployee's motivation. (20 points)

3. What do you think might be Patagoniaâs biggest challenge inkeeping employees motivated? If you were managing a team ofPatagonia employees in the retail stores, how would you keep themmotivated? (20 points)

turquoiseleopard974

The primary costs of FDI to host countries are:

		Loss of sovereignty and patriotism
		Adverse effects on competition and exports
		Capital outflow
		Loss of sovereignty, adverse effects on competition, and capital outflow

____ suggests that FDI, unrestricted by government intervention, will enable countries to tap into their absolute or comparative advantage by specializing in the production of certain goods or services.

		The radical view
		The free market view
		Pragmatic nationalism
		Expropriation

What are the benefits of FDI to home countries?

		Repatriated earnings from profits from FDI.
		Increased exports of components and services to host countries.
		Learning via FDI from operations abroad.
		All of these answers

When one firm enters a foreign country through FDI, its rivals are likely to follow by undertaking additional FDI in a host country to:

		Create knowledge spillover
		Discover a new market for its goods
		Overcome and combat market failure through FDI
		Acquire location advantages or neutralize the first moverâs location advantages

Most countries practice:

		Pragmatic nationalism
		Free market based FDI
		Government embracing radical view
		French patriotism

FDI may be viewed as a reflection of firm motivation to extend firm-specific capabilities abroad and their responses to overcome imperfections and failures.

		True
		False

Most countries practice a totally "free market" view.

		True
		False

8. Outsourcing is the process of turning over an organizational activity to an outside supplier, located in a foreign country, which will perform it on behalf of the local firm.

		True
		False

Financial, physical, and technological resources and capabilities are all tangible assets.

		True
		False

A firm's resources and capabilities are tangible assets a firm uses to choose and implement its strategies.

		True
		False

An example of low power distance would be when subordinates address their bosses on a first-name basis.

		True
		False

Benchmarking is an assessment as to whether a firm has resources and capabilities to perform a particular activity in a manner superior to competitors.

		True
		False

A country with low-masculinity has a more subtle differentiation between the gender roles.

		True
		False

Setting up subsidiaries abroad so the work can be performed in-house but in the foreign location is also called captive sourcing.

		True
		False

Managers in low uncertainty avoidance countries rely more on experience and training than managers in high uncertainty avoidance countries who rely more on rules.

		True
		False

Informal institutions include laws, regulations, and rules.

		True
		False

The United States is often classified as a collective society.

		True
		False

A pure market economy characterized by the "invisible hand" of market forces is noted by

		John Stuart Mill
		Adam Smith
		Aristotle
		Amatya Zen

Culture is defined in the text as:

		The communication between members of similar location.
		The collective programming of the mind, which distinguishes the members of one group or category of people from another.
		The main component of formal institutions.
		The attitudes and behaviors characteristic of a particular social group or organization.

When an expat employee returns to her or his current employer but the employer does not provide attractive opportunities, she/he often may be hired by a competitor firm. Why?

		Competitor firms are also interested in globalizing their business.
		Former expats bring instant expertise and experience.
		Competing firms will pay a higher premium for expertise.
		All of these answers

The government taking a "hands-off approach" is known as:

		Laissez faire
		Command economy
		Mixed economy
		Liberal approach

Expatriate managers make ideal candidates for top management positions.

		True
		False

____ are defined as rights associated with the ownership of intellectual property.

		Patents
		Copyrights
		Trademarks
		Intellectual property rights

In a collective society:

		Family units are highly valued.
		Being an entrepreneur is a popular mindset
		Being different than your neighbor is important.
		Outsiders are easily trusted.

Which of the following definitions best defines an expatriate manager?

		A manager who works outside his or her native country
		A manager of great expertise
		An ex-manager rehired for advisory purposes
		None of these answers

FASH 445 Lecture Notes - Lecture 28: Social Support

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